tv Charlie Rose Bloomberg September 16, 2014 10:00pm-11:01pm EDT
>> a couple of bigger questions beyond apple. you once said to me at a conference, and i was ready to go introduce someone, i said, what do you think i should ask? you said, either facetiously or not, asking what comes after the internet. >> i remember telling you that. i remember your reaction. you went like this -- i wanted you to ask him because i wanted to hear what he was going to say. >> [laughter] >> i think you have to think about things like this. sometimes in the valley, everyone can get so fixated on one thing and lots of companies pop up and do those things. you are not thinking about the next, next, next thing. it is something that we think
about and i don't know what the answer is. i don't know what the answer is. we always have some ideas here and there. >> give me one. >> i don't want to give you one. i don't want anyone to copy it. we have people that copy us and i don't want to help them. >> in this country, we had to because of edward snowden and other incidents, try to come to roots with the idea of freedom, privacy, and national security. where is that debate? >> i think it is a tough balance. i don't think that the country, or the government found the right balance. i think they erred too much on the collect-everything side and i think the president and administration is committed to moving that pendulum back. however, you don't want -- it is
probably not right to not do anything. so, i think it is a careful line to walk. you want to make sure you are protecting american people, but you do not want to take -- there is no reason to collect information on you. 99.99% of other people. >> a lot of people say, have said to me, there is a whole ton of information already out there that is in the possession of companies like google, like so many other companies. that information is there and they worry about that, too much personal information is out there at u.s. axis to it, which is different than national security implications of what you do to listen to people's phone conversations or technology companies due to provide a list of everybody. >> we have taken a very different view of this than other companies. our view is -- when we design a new service, we try not to collect data.
we are not reading your e-mails. we are not reading yourimessage. if the government late a subpoena on us to get yourimessages, we cannot provide. it is encrypted. the door is closed. our business, charlie, is based on selling these. our business is not based on having information about you. you are not our product. our products are these. this watch and macs and so forth. we run a very different company. i think everyone has to ask, how do companies make their money? follow the money.
if they are making money mainly by collecting gobs of personal data, i think you are right to be worried and you should really understand what is happening to that data and the companies i think should be very transparent about it. from our point of view, you can see what we are doing on the credit card thing. we do not want it. we are not in that business. i am offended by lots of it. i think people have a right to privacy. i think that is going to be a very key topic over the next year or so. we will reach higher and higher levels of urgency as more and more incidents happen. i think that, for us, it in the snowden thing, just to go long on that for a moment, what we wanted is we wanted instantly to
be totally transparent because there were rumors and things being written in the press that people had backdoors to our service, all sorts of -- none of that is true. zero. we would never allow that to happen. they would have to cart us out in a box before we would do that. if we ever give information -- and we finally got agreement from the administration to release how many times we had national security orders on apple. in a six-month period -- we had to release a range, because they will not let us release the exact over -- is between 0-250. that is the lowest number you can quote. >> it could have been none or it could have been 249. >> correct. we have hundreds of millions of customers. it is a very rare instance that there has been any data asked. one of the reasons is we can keep a lot.
we are not the treasure trove of places to come to. >> i mentioned robert kennedy and martin luther king in your office. tell me the values that you consider most important beyond the culture and the values of apple. tim cook, the man. >> treating people with dignity, treating people the same, that everyone deserves a basic level of human rights, regardless of their color, regardless of their religion, regardless of their sexual orientation, regardless of their gender, that everyone deserves respect and i will fight for it until my toes point out. i think those two guys, if you look back in history, i think they are not the only two --
there were many that, really, they laid their lives on the line. they knew they were doing it. i had the tremendous respect for both of them. i do. i look at them every day, because i think for people -- they are still too many cases in the world and in the united states where there is a class structure, or we are voting, or people are trying to convince each other that this other group of people do not deserve the same rights. i think it is crazy. i think it is un-american. i think it does not belong. i also see, as a businessman in apple, i can see the value in diversity. i see a tremendous company that, because we do not judge each other, because we do not have
different rights and so forth, because we allow anyone in the front door, i see a company that this inclusion really inspires innovation. and so i see the value from it from that point of view as well. but from a human point of view, i feel it just isn't right. i have seen it not occur and i have seen the devastation of it not occurring. i want to do everything i can do to not only not propagate -- >> the interesting thing about discrimination is that you may not be able to access the full range of humanity, but also you are doing a huge disservice to yourself because the human potential. anything that restricts the
human potential is doing a disservice to you and to everyone around you. >> i agree. it is not what the country was based on. i get back to that. there is some basic level of rights that our forefathers had the insight to think about. we are still fighting 250 years, a little less than that, i guess, afterwards to see that vision. but it is worth the fight. we have certainly come a long way since dr. king's speech in the mall. but we have a lot further to go. we have a lot further to go. >> there is the threat to the planet. >> there is. this is one that we are putting
a lot of energy in. >> we, at apple? >> we at apple. we want to leave the world better than we found it. what does that mean for us? it means that we take toxins out of our products. we have done that. i think we are the only consumer electronics company that has done that. it means we focus on renewable energy. we have a data center where we could not get to 100% for noble energy there. it is too much. we will never get there. but it is there. we have it in north carolina. you should go see it. working with the state and the talented apple, we pulled it off. it is 100% renewable. we are building our new headquarters.
it will be 100% renewable. we are working on our supply chain and we are digging deep within the supply chain. we have initiatives going on there as well. to me, i know some people have issues with this, but to me it is all about leaving the world better than you found it. i don't know about you, but when i spend my spare time, when i have any, i like to be out in the national park and reminding myself of the land and the beauty of it. you can go to different places and see that slipping away. it is not right. we owe it to the generation, to the younger generation, not to keep turning the other way. >> those same values ought to be applied to the people that make apple products, wherever they live and where they work. >> absolutely. you can see what we do have done there. we have trained well over 2 million people on their rights.
where you and i have a good view of what our rights are, that is not the same in every country in the world. one of the best ways you can make sure that things are happening well is that people stand up and say, something is happening that is not right here. we have audited so deep in our supply chain -- we do it constantly, looking for anything wrong. whether it is down to there is a safety exit blocked. we have gone beyond the auditing and are now essentially holding university-style classes on the manufacturing campuses with our partners because people see, just like you and i, probably, you do not start in life here. you start in life at the bottom and you crawl up. we are trying to provide
education, which to me, is the great equalizer on people. two people on factory floors who want to do more. we have worked with local chinese universities to employ classes on campus to make it convenient for people. i really feel that we have done a tremendous amount in this area and plus, we have been incredibly transparent. this is an area, unlike me being secretive around the future, i want everyone to copy. if they have at her ideas, i wanted them. i think we all ought to be, just like the environment and human rights, this is an area that we all ought to share and we can all improve the world on. it is not building a new product where we want to keep it secretive.
>> the apple of your future stands as steve once said, at the junction of humanities? >> yes, it does. you can see it in these products. the incredible watch. you can feel it. you can see that in everything we do, we have this focus on -- how am i changing the world? how my enriching someone's life? how am i making things easier for people? we are just not making products to sell. that is a very -- that does not get me up in the morning. i get up in the morning, and many other people get up in the morning, to change things. that is who we are as a company. that has not changed. we may change other things. we may become more open. we may participate in these things we have not done before. but what drives us are making great products that enrich people's life.
it has driven apple forever. >> are you not the largest company in the world in terms of market cap? >> we are, but we do not fixate on a. i do not get up in the morning thinking, we are the largest and act arrogant -- >> you don't think of it that way. you also have over 100 oem dollars, based on stock and buy back done. do you think of that in terms of the opportunities it provides you? whether it is technology, whether it is humanities, whether it is being a good citizen? >> i do. i see it as a responsibility. i do not see it as a burden. i see it as a responsibility and i feel that this gives us a greater ability to contribute more. not just in a monetary sense. we will always contribute the most to humanity through a product. the products change people's lives and allow them to do things they could not do before. i am proud to be working on
product red with bono and eliminating aids in africa. i am proud that we are out in front on environment. i am proud that we are pushing like crazy in human rights. i am proud that we are pushing on education and changing the way the teachers teach and students learn. these things excite me. they move the dialogue the world. i am not just talking about the u.s., i am talking worldwide. i think these are the things that make our hearts sing. these are the things that get us up in the morning and it drives us to do unbelievable things and worked unbelievably hard. it is not the largest market cap in the world. this is not an objective that where people will work the extra hour, will go the extra mile. those things are not things that push people.
they do not push me, anyway. i am not saying to all the shareholders, i am not saying that i am not focusing on you. i am very focused on them. i am talking about what drives people. what we have learned is something simple. it is very simple in a way. if we focus on great products that enrich people's lives, and we do that really well, the financial returns will follow and are shareholders will be happy and it is a continuous circle. i like that because it is simple. too many companies focus on trying to get the market cap. that does not drive people. i was at compaq at a time where the objective was to become a $40 billion company. employees do not get excited about that.
this is not something you wake up and go, i will take the hill today to get -- it is not that. but changing the world? these are the things that people work for. it pushes people. this is who we are as people. it is the values of our company. it has been the value of our company forever. it is steve's credit. he put these ideas in the company. it was not just his values. it was his mentor in and teaching and instill these deep in the company. if i step off the curb this afternoon, i hope i don't, but if i do, those will be the values of the company tomorrow and the next day. it is that deep. it is. i know i probably set it too many times, but it is a privilege of a lifetime to be there, because i think there is no place like it on earth. >> what was it that bono said to you? >> about his free album?
>> what did he say to you to get you to buy his free albums and what did he say to you when he walked over at the presentation? >> he called me the zen master because he cannot shake me up. from our point of view, it is kind of simple. we love music. we were thrilled with the album. we think the album is killer. i don't know if you have listened to it yet. i encourage you to do it. what we wanted to do is give something to our customers. i think the vast majority of them are going to love the music and love the gifts. some may not love it. i hope they all do. it was more about our customers. it felt great to participate in something that is music history,
the largest album release ever. the real thing was giving something to our users -- >> so you can get the album. >> yeah. i hope you listen to it. they have done a killer job. they worked on it for five years. the band has done incredible work here. i think you're really going to like it. they performed one song at our event and i think the crowd really like. >> thank you for coming. >> it has been a pleasure. i will never forget this. >> tim cook, ceo of apple. ♪
>> yves behar is here. "forbes" magazine calls him the most influential industrial designer in the world. he is the founder of award-winning design fuseproject. the firm is behind cutting edge product designs in silicon valley in the post-apple era. he is the chief creative officer of job on. i am pleased to have him at the
table. this program has an interesting design. we are especially pleased to have you here. notwithstanding that, tell me the role of design as you see it. >> the role of design as i see it is to create important, good design. to balance the notion of sustainability, market success, consumer connection. what i always say is that good design accelerates the adoption of new ideas. there is new ideas out there in the world that are important, such as how do we live more sustainably? how can technology be simpler and be accessible to all? design can prove that these things are possible. bring them to the world in a way that they get accepted. >> a recent profile of you in a magazine written by casey newton, he said that industrial
design is a curious profession. it's practitioners are not quite artist, though they are artistic. they are not engineers, though the best of them bring a deep technical understanding of the work. you agree with that? >> i agree with that. it is complementary, but we live in between. we live in between industry and people. we live in-between technology and emotion. we live in-between the world of manufacturing and cost and the world of ideas and expression. we are in-between people. one day we will be at a board meeting, with next will be on the factory floor. >> what led you to design? >> design has always been something that -- the thing i was searching for. i was lucky because i discovered it when i was 14 or 15 years old. i have stayed with design since.
i have never had a doubt since i saw other designers, it is want i wanted to pursue. >> is great if you can when you are teenager find what you want to spend your life doing. it is confirming that the more you do it, the more you love it. >> i could not imagine doing anything else. i also feel that now, quite a few years since that discovery when i was 14 or 15, it is something that i still love and that i still feel there is a whole world of discovery and design in front of me. >> it has been said at one point that fear is one of the big impediments to good design. fear of change, -- >> fear of change exists in two places.
it exists inside companies, inside businesses. there are risks with new designs, new approaches, new ideas. fear exists in the consumer mind. we tell the consumer certain things cannot be done or we tell them that good design is expensive, we say that sustainability in products and services is not achievable. there is fear on both sides and for us, it is to push back that fear. i feel very much like a contrary and when i hear people talking about their fear. >> part of the role of a good designer is to convince the ceo that design is not a limiting factor, but enhancing factor? >> the role of design is we have to convince the ceo. we also have to convince everyone else in the company. the engineers to the people in charge of manufacturing to the
person folding boxes, making sure they fold the boxes in the right way and that they should project in the right way. our role is -- yes, someone has to give the thumbs-up. i have to say that quite often, the right ceo will lead to the right outcomes. the entire organization has to be behind it. >> steve jobs, a person who appreciate you design. >> not just appreciated design. he really created the modern era of design and gave credibility in business for all of us designers. let's not forget that design at apple in the 1990's was seen as a complete failure. apple was not viable as a company at all until the first ipod came out. it was not actually good for design, because people love the apple designs but they were not successful in the market. they were not making a difference in the bottom line. >> what changed? >> i think what changed was new ideas. apple was very focused on desktops, was very focused on the creative market. because they were trying to make
things better and of higher quality, they could not compete against dell and microsoft of this world. they started focusing on smaller, more personal, more intimate products like the ipod and the iphone. this is where they got the formula. >> they also began to limit the number of products. they had four product lines. >> very much so. being focused, editing, putting all your energy into the next big game-changer. that was steve jobs' play. >> i love the name fuseproject, not only because it is your company name, but it responds to what you do and your attitude about disciplines. >> many designers called their design firms by their own names. that is something i chose not to do because i always try to communicate ideas. in the case of fuseproject for
me, the idea is to combine all the different disciplines of design. industrial, graphic design, some engineering, user experience, user interface, packaging, branding. combine all of these into a cohesive whole. what i saw in the late 1990's is that design was practice very much as separate entities. some was doing the packaging over there, someone doing the design over here, the graphics over there. not only a massive pain for people who work like that, you could not get consistency. you could not get the same idea
through. >> i also love the idea of -- david kelly told me this. the idea of people from different disciplines working together on the design and the engineering and everything else. bringing people together so you have different viewpoints focus on the common goal. >> design, in some ways, has become a team effort. at the same time, it still has to retain a strong point of view. i think that is where the trick is. if you go too much into the decision, you would never get to an apple product. there needs to be clear direction but at the same time, a tremendous amount of intelligence and team members that all bring the kind of research, the kind of information, the kind of depth that is needed to create a great product. >> your business model is different as well. you take equity interest in the products you design. >> my goal has always been,
never thing that we have done, to create the situation where i would be doing the best design possible, where the outcomes would be the ones i am most proud of and where we can push the furthest in a certain product category. what i realized is that most design projects are three months, six months, nine months-type projects. you work on this, you create something really good, it goes out on the market, and you are disconnected from it. a really good design takes years. it takes in rations. we watch this first thing -- it takes iterations. we watch this first thing, we watch another. in order to do great design, you have to be constantly present and constantly refine. unfortunately, the traditional business model, which is a short-term contract, does not allow you to do that. the thinking was that this is going to be the kind of business strategy that allows us to
create the best design possible. >> so you continue the relationship of the company that you're designing for? >> exactly. i have worked with niccolo ponte for eight years, armen miller for 12. that is why the work keeps getting better. >> show me what we have here. >> i brought a few things that are portable. i did not bring you any chairs or motorcycles. there are a couple of seminal projects, we one of which is the original well pcxo, which we have 3 million in the world. when we worked on the early stages, everyone said it was impossible. everyone said technology had to have a very big hard drive, and you had to be able to play dvds. it had to be bigger, larger, heavier.
much more expensive. when we set a $100 laptop, no one believed it. that was one of the greatest challenges i think any design team has taken on. >> how is it powered? >> it consumes very little power, about 1/10 of other machines. it is powered -- in some countries, they have electricity available. there is also solar panel solutions. we have cranked solutions as well. >> i remember from this conversation. nick wanted to take computers around the world. he wanted people in africa to have access and they did. it gave them remarkable capacity to teach themselves. >> absolutely. absolutely. i have little children and they
use this and other things and they start to know more about -- >> because they explore on their own. >> they also have very good memory of where they have been. the breadcrumbs are -- they are able to go back to different functions. they do extraordinary things with them. >> you said this was -- the way something looks is important, but i do not separate those elements from one another. it is important that the idea drive both the style and function. >> people have attempted to separate the notion of function and beauty for a long time. there is function in beauty. >> some people architects think that, too. >> absolutely. there is function in beauty and there is beauty in function. one without the other is just a silly product, a silly outcome. >> what else do you have? >> a couple of newer things. this is the mini jambox.
it is a loudspeaker in a small package. it is made out of aluminum. people put it in their jacket pockets and move around. >> the thing i would like about it is travel. >> since we created the jambox, we really opened up the space of speakers on the go. being able to take speakers with you. it is amazing, the amount of feedback i have gotten, saying
that i proposed on the beach in hawaii. >> and they wanted a certain musical -- >> to certain music, or people telling us, i delivered my first child and we had a jambox in the delivery room. people take these products and are having completely new experiences they could not have before. >> how far away -- you may dispute this premise -- many people i know are excited by the idea of wearables. don't think they are aware to justify their own commitment to them. a lot of people feel that. in fact, they have not broken through because people do not think they are serving a function that enhances their life much and enhances the that accurately. >> i think we are in the very, very early stages of this. the jawbone app has been around for three years. we have incredible data and we get insights. we tell them in the last five days, you went to sleep at different times. this is the ideal time for you to go to sleep tonight. we give them unique advice, but we are very much in the beginning. what is going to happen with
wearables is we are going to be able to manage our health in ways that has never been possible before. >> because we will have more information? an analysis of information? >> more analysis, more information, more connection with doctors and specialists and practitioners. >> and they can monitor is more easily than ever before? >> absolutely. the counter of that as we are also going to have data for research, people researching diseases and human behavior. this is the largest trial, essentially, health trial that you can imagine. we recently did something at jawbone that got people excited. we had an earthquake. napa valley, a couple of weeks ago. we could tell that people in napa lost 30 minutes of sleep. people that were a little further away will lost a little
bit less sleep. we can see this data in aggregate and we can tell that new yorkers walk a lot more than people in los angeles or san francisco. these will get more and more precise with more and more data and it will be a great tool for research, medicine, and general. >> how we get information? willoughby on a watch? >> the question of the watch has come up quite a bit over the last 24 hours. i see it not as a single market. i don't see the watch as the only way that people will want to interact with the world. the notion of the cell phone on the wrist, fully-functional, is something that some people will find is what they need. some people are also going to find it distracting and they're also going to find it sort of complex. a lot of complexity, a lot to do with it. they will be fine with having that interface somewhere else on
their body, a smaller cell phone, or an ipad, or a smart phone. a lot of us are going to be continuing to wear accessories on our wrist. traditional watches, for example, or a bracelet. >> what do you have on your wrist? >> this is a jawbone app but i have a couple of summer bracelets from being a surfer, and i have a watch as well. >> you carry and iphone with you? >> i carry an iphone with me. for most people, what is important is the collection of data and the information they get. i think apple moving into the iwatch and moving into this space is very similar to what we have seen, which is there is a hunger and an excitement for having the data. >> you also said something to me, and you can correct me if i am wrong. it says that a company like apple with a track record it has
is confirming the value of this idea, because they spent a ton of money on research, a ton of money on design. they are saying that we believe this is an important object of the future. >> absolutely. they have seen the data. they have seen the engagement. they have seen how many people wear these and how many people check them every day. the medical field, the research field, everyone said this is going to be key. they are moving forward with a watch which is absolutely perfect for them, absolutely perfect for their display-centric approach to
design. the important part is collecting the data. there will be people using traditional watches, maybe with the ability to collect the data in those. there will be people wearing bracelets and other personal accessories that collected the data. the important part is what will we do with that data? >> how often do you surf? >> i try to surf every weekend. >> do you really? in california? >> in california. >> do you chase waves? go to hawaii if you think there is a big one coming? >> a little bit. i have developed a lot of friendships with surfers and it has become a family activity. we go to different places and surf. it is a great way to look at the world from a different perspective. >> you mean from the top of the wave? >> there are two things that have happened for me in surfing. one, the view is reversed. we all look at the ocean from the beach. now you look at the earth. you realize how beautiful the earth is. you realize how incredible that world we live in is when you spend a lot of time looking at
the earth from the ocean. the other is it is extremely zen. i have practiced a lot of other sports, including yoga and others, and i am always eventually getting distracted. i work, my family, some thoughts come into my mind. when you serve, you cannot do that. you are like an animal, constantly watching the ocean and having to be very in-tune with where the wave is coming from and where the peak, where the right spot on the wave is. it is almost like meditation. you cannot think of anything else. >> is the same way for writing a motorcycle. you cannot focus on anything else. you cannot let your mind wander. this life of design you have, where is it leading you? more design?
more products? more what? or is there some place where there is a tangent? >> for me, design is what i have chosen to pursue. i feel like any contribution, i would love for my contribution in design to be about increasing the influence of the field, making people realize that it is not just a surface exercise. it is an idea exercise, that things have to be thought out, that the products and ideas that we put out into the world change the world. and how do they change the world? if anything -- and that means how design interracts with business. what i called venture design, and the change of existing ones.
the impact of design is one i want to continue to build. i think there are two places where design has never been and needs a bigger presence. one is designed in the developing world, solutions that -- they may not just be products. they may be services, they may be ways to teach people how to build businesses, for example. the second one is health and health care, which is completely broken, overpriced, and not very human. >> you have quoted that the idea that we can where our doctors on her wrists. >> i think we are the last generation, and one of my clients said that, but i agree with them, we are the last generation that knows so little about our health. >> the tools to know more is one reason. two, as we have increased our sense of information generally,
we do not want to know how we function, i think. i assume it is the diagnostic tools that give us more information. we see the direct result between the diagnostic tools in the information and provides and the consequences of having that information. >> absolutely. my brother is in the world of pharma, for example. there are so many drugs that if you follow a certain type of behavior, work 50% better. 50% better. asthma drugs, for example. if you exercise, if you sleep in regular rhythms, those drugs will function better. we do not know what they do. we do not know if they are following the regimen at all. >> in terms of products, the smart lock. >> this is is august in which we are starting to install in people's homes, or they are
starting to install in their homes. >> how does it work? >> it is like a robot. there is nothing for you to really do. it is a little robot. everything is self contained. this robot open and closes your door and allows you to not have to use keys. this is a retrofit. >> there is an image of it there. >> if it's on the inside of your door. it is not outside of your door, so you can still use a regular key, which is important when you are introducing new technology, to have people be able to ease into it. >> be comfortable with it. >> there is no one i have ever talked to in the last 2.5 years that we have cofounded the company that says, i love my keys.
they have all said, i hate keys. this will recognize you as you approach your door and unlock your door. it will also allow you to send keys to people, invitations, for when you come visit, when you come over and visit someone. those invitations can also be time-sensitive. let's say it is the dog walker or the cleaning lady. it only functions from tuesday from 4:00 to 6:00 p.m. >> what is the eden garden sensor? >> that is another place where sensors and technology is growing. the first products we worked on was on the body, sensors on the body. the second one is technology and sensors around you. finally coming into the home. the third one, eden, you sensors in the environment. this is a garden sensor that allows you to know the nature of your soil. gives you advice on what to plant, when to plant. it monitors humidity. humidity, which is very important these days, especially in california with the drought. a majority of gardens are over-watered, for example. >> most gardens are
over-watered? >> over-watered. this allows you to know exactly the status. >> to preserve water, but also in the interest of the plants? >> absolutely. you want the plants to survive. >> too much water is not good for them, is that what you're saying? >> exactly. sometimes too much light is not good for them, so it has a light sensor. >> are these called -- glasses? >> translated, it is "he better to learn better." these are very sophisticated pairs of glasses that are developed for mexico. is a nonprofit in mexico that distribute 600,000 pairs of eyeglasses a year. there is between 10%-40% of kids who are not learning because they cannot read. they cannot see what is on the black board. the yeast to send them state-issued glasses, black, standard glasses and the kids would not wear them. even in their condition, they have a sense of personal style and fashion. we made these. a come in many different types and colors. it has gone crazy. we went from a distribution of 200 to 600 and last few years.
this is vertically manufactured, meaning custom lenses, the frame, the different colors of the frame. we even put the name of the kid on the inside of the arm. the cost is five dollars. for five dollars, you are changing the education prospect of a child. one more thing. they are made of a material that
makes them almost indestructible. >> what is that material? >> is actually a swiss material which we were able to use and make the glasses survive a kid's life. >> it is a perfect point, that you can use design and asking questions -- can't this be done better? in pursuit of that, go to places that you never imagined you could be and find results you never imagine you could find. >> absolutely.
and that's why as far as i was saying as influencing people is important, this nonprofit based in mexico city saw the efforts that we did with one laptop per child. they were like, can you do something like that for glasses? would that be something you would be interested in? of course. it is something that we were able to achieve, and i'm very passionate about this. we watched it in the bay area as well. >> you've like your independence. you always have resisted people who want you to come to be the design person for the company. you do not want to go inside. >> i think inside is a different job. you take care of one brand, you build one line of products. i like it when somebody out of the blue calls me in a developing country and says, can you help? i like the variety. it is incredibly enriching for
>> live from pier 3 in san francisco, welcome to "bloomberg west," where we cover innovation, technology, and the future of business. first a check of your bloomberg top headlines. boeing has been awarded a contract with the international space station. it could be worth as much as $4.2 billion. the spacex award could hit $2.6 billion dollars. a third company was shut out. the goal is for service to begin by 2017. adobe is hitting some tough spots as it transitions into a cloud-based company. sales dropped 46%.